Understanding Agility
how to improve it with Kanban
Lean Kanban
France, Paris

October 2012

David J. Anderson
David J. An...
2001
Agile Manifesto

Lean
Kanban
Paris
11 years on

Lean
Kanban
Paris
Don’t try…

Lean
Kanban
Paris
to implement an
Agile method

Lean
Kanban
Paris
People will resist
such big changes!

Lean
Kanban
Paris
Start!

Lean
Kanban
Paris
Making agile organizations

Lean
Kanban
Paris
Think Agility!

Lean
Kanban
Paris
Act locally in your context

Lean
Kanban
Paris
How to Think Agility!

Lean
Kanban
Paris
Lean
Kanban
Paris

Make progress with
imperfect information
Foster a
high trust
culture

Lean
Kanban
Paris
Develop capability to respond to unfolding events

Lean
Kanban
Paris
Treat WIP inventory as a liability
rather than an asset

Lean
Kanban
Paris
Respond faster with improved
lead times

Lean
Kanban
Paris
Knowledge work is perishable

Lean
Kanban
Paris
Create feedback loops and enable a capability to
adapt (evolve)

Lean
Kanban
Paris
Embrace a craft ethic and pursue high quality
through pride of workmanship

Lean
Kanban
Paris
My philosophy

Lean
Kanban
Paris
Don’t try to adopt an Agile
method from the textbook
Instead
Start with what you do now
and improve your agility
Lean
Kanb...
Minimize resistance
to adoption of new ideas
and ways of workings

Lean
Kanban
Paris
Identify problems one at a time

Lean
Kanban
Paris
Make Incremental
Evolutionary
Changes

Lean
Kanban
Paris
Don’t ask people to change

Lean
Kanban
Paris
Respect current job titles,
roles & responsibilities

Lean
Kanban
Paris
Since 2004 kanban systems have
been used to get beyond Agile and
deliver improved agility

Lean
Kanban
Paris
White boards were introduced in 2007 to visualize workflow
and work items flowing through the process

Lean
Kanban
Paris
WIP limits are used to create a pull system &
and the board visually signals pull to make a kanban system
WIP Limit – regu...
Kanban board simulation

5

4

Analysis
Input
Queue In Prog Done

3

4

Development
Dev
Ready In Prog Done

2

Build
Ready...
How does Kanban help with agility?

Lean
Kanban
Paris
Make progress
with imperfect information

Lean
Kanban
Paris
Encourage craftsmanship
and pride of workmanship

Lean
Kanban
Paris
Pull criteria policies encourage a focus on quality
& progress with imperfect information
5

4

Analysis
Input
Queue In Pr...
Foster a High Trust Culture

Lean
Kanban
Paris
Lean
Kanban
Paris

Transparency of process. Collaboration and openness
Lean
Kanban
Paris

Empowerment through explicit policies
Avg. Lead Time

30
-M
ar

23
-M
ar

16
-M
ar

9M
ar

2M
ar

eb
24
-F

eb

WIP

17
-F

eb

240
220
200
180
160
140
120
100
...
Lead Time Distribution
3.5
3

CRs & Bugs

2.5
2
1.5
1
0.5

1

4

7

0

3

6

8
14

14

13

12

12

11

10

99

92

85

78
...
DBA Team Velocity
90

80

Trend

70

60

50
Total Velocity
Small support tasks
40

30

Trend

20

10

(not included
in tot...
Create a capability
to respond to
unfolding events

Lean
Kanban
Paris
Example classes of service


Expedite




Fixed Delivery Date




Significant delay incurred on or
from a specific da...
Cost of Delay function sketches to
delineate classes of risk
impact

Expedite – white; critical and immediate cost of
dela...
Allocate capacity across classes of service
mapped against demand
5

4

Analysis
Input
Queue In Prog Done

3

4

Developme...
Knowledge work is perishable

Lean
Kanban
Paris
Limiting WIP delays commitment

Lean
Kanban
Paris
Only commit when work items
are pulled into the queue

Lean
Kanban
Paris
Tickets on the board are committed. Items in the
backlog are merely options
5

4

Analysis
Input
Queue In Prog Done

3

4
...
Highlight delays

Lean
Kanban
Paris
Tickets on the board are committed. Items in the
backlog are merely options
5

4

Analysis
Input
Queue In Prog Done

3

4
...
Create Feedback Loops

Lean
Kanban
Paris
Lean
Kanban
Paris

Team-level Kaizen events happen naturally
Lean
Kanban
Paris

Operations reviews drive inter-team kaizen events
The Kanban Method

Lean
Kanban
Paris
Foundational Principles

1.
2.

3.

4.

Lean
Kanban
Paris

Start with what you do now
Agree to pursue incremental,
evoluti...
Core practices for successful Kanban adoption

1.
2.
3.
4.
5.

6.

Visualize
Limit Work-in-Progress
Manage Flow
Make Polic...
Book Published
April 2010

Lean
Kanban
Paris

A 72,000 word
intro to the topic
http://leankanbanuniversity.com
http://www.limitedwipsociety.org

LinkedIn Groups: IT Kanban

Yahoo! Groups: kanbandev
Yah...
Kanban System Adoption Examples Globally
USA
McKesson
Vanguard
GoDaddy
Xbox
Motley Fool
CityGrid Media
Ultimate Software
C...
Kanban System Adoption by Industry


Media




Games




Vanguard, Motley Fool, Chase, ASR

Software & Telecoms


Am...
Conclusion

Lean
Kanban
Paris
Don’t try…

Lean
Kanban
Paris
to implement an
Agile method

Lean
Kanban
Paris
People will resist
such big changes!

Lean
Kanban
Paris
Start…

Lean
Kanban
Paris
Thinking Agility!
Lean
Kanban
Paris
Act locally in your context

Lean
Kanban
Paris
to create agile organizations

Lean
Kanban
Paris
Make Progress with Imperfect Information
Foster a High Trust Culture
Treat WIP as a liability, delay commitment

Reduce Le...
Thank you!

Lean
Kanban
Paris

dja@djaa.com
http://djaa.com/
About…
David Anderson is a thought leader in
managing effective software teams. He leads
a consulting, training and publis...
Key Note - Lean Kanban France - Understanding Agility - how to improve it with Kanban
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Transcript of "Key Note - Lean Kanban France - Understanding Agility - how to improve it with Kanban"

  1. 1. Understanding Agility how to improve it with Kanban Lean Kanban France, Paris October 2012 David J. Anderson David J. Anderson & Associates, Inc. dja@djaa.com Twitter @agilemanager
  2. 2. 2001 Agile Manifesto Lean Kanban Paris
  3. 3. 11 years on Lean Kanban Paris
  4. 4. Don’t try… Lean Kanban Paris
  5. 5. to implement an Agile method Lean Kanban Paris
  6. 6. People will resist such big changes! Lean Kanban Paris
  7. 7. Start! Lean Kanban Paris
  8. 8. Making agile organizations Lean Kanban Paris
  9. 9. Think Agility! Lean Kanban Paris
  10. 10. Act locally in your context Lean Kanban Paris
  11. 11. How to Think Agility! Lean Kanban Paris
  12. 12. Lean Kanban Paris Make progress with imperfect information
  13. 13. Foster a high trust culture Lean Kanban Paris
  14. 14. Develop capability to respond to unfolding events Lean Kanban Paris
  15. 15. Treat WIP inventory as a liability rather than an asset Lean Kanban Paris
  16. 16. Respond faster with improved lead times Lean Kanban Paris
  17. 17. Knowledge work is perishable Lean Kanban Paris
  18. 18. Create feedback loops and enable a capability to adapt (evolve) Lean Kanban Paris
  19. 19. Embrace a craft ethic and pursue high quality through pride of workmanship Lean Kanban Paris
  20. 20. My philosophy Lean Kanban Paris
  21. 21. Don’t try to adopt an Agile method from the textbook Instead Start with what you do now and improve your agility Lean Kanban Paris
  22. 22. Minimize resistance to adoption of new ideas and ways of workings Lean Kanban Paris
  23. 23. Identify problems one at a time Lean Kanban Paris
  24. 24. Make Incremental Evolutionary Changes Lean Kanban Paris
  25. 25. Don’t ask people to change Lean Kanban Paris
  26. 26. Respect current job titles, roles & responsibilities Lean Kanban Paris
  27. 27. Since 2004 kanban systems have been used to get beyond Agile and deliver improved agility Lean Kanban Paris
  28. 28. White boards were introduced in 2007 to visualize workflow and work items flowing through the process Lean Kanban Paris
  29. 29. WIP limits are used to create a pull system & and the board visually signals pull to make a kanban system WIP Limit – regulates work at each stage in the process Pull Flow – from Engineering Ready to Release Ready Lean Kanban Paris
  30. 30. Kanban board simulation 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Lean Kanban Paris Flow 2
  31. 31. How does Kanban help with agility? Lean Kanban Paris
  32. 32. Make progress with imperfect information Lean Kanban Paris
  33. 33. Encourage craftsmanship and pride of workmanship Lean Kanban Paris
  34. 34. Pull criteria policies encourage a focus on quality & progress with imperfect information 5 4 Analysis Input Queue In Prog Done 4 Development Dev Ready In Prog Done Policies ~~~~~~ ~~~~ 2 2 Build Ready Test Policies ~~~~~~ ~~~~ Release Ready Stage Policies ~~~~~~ ~~~~ Prod. Lean Kanban Paris Policies ~~~~~~ ~~~~ 3
  35. 35. Foster a High Trust Culture Lean Kanban Paris
  36. 36. Lean Kanban Paris Transparency of process. Collaboration and openness
  37. 37. Lean Kanban Paris Empowerment through explicit policies
  38. 38. Avg. Lead Time 30 -M ar 23 -M ar 16 -M ar 9M ar 2M ar eb 24 -F eb WIP 17 -F eb 240 220 200 180 160 140 120 100 80 60 40 20 0 10 -F Features Device Management Ike II Cumulative Flow Time Inventory Started Designed Coded Complete Lean Kanban Paris Reporting of demand versus capability
  39. 39. Lead Time Distribution 3.5 3 CRs & Bugs 2.5 2 1.5 1 0.5 1 4 7 0 3 6 8 14 14 13 12 12 11 10 99 92 85 78 71 64 57 50 43 36 29 22 8 15 1 0 Days Mean of 31 days SLA expectation of 51 days with 98% on-time SLA expectation of 44 days with 85% on-time Lean Kanban Paris Understanding (lead time) capability
  40. 40. DBA Team Velocity 90 80 Trend 70 60 50 Total Velocity Small support tasks 40 30 Trend 20 10 (not included in total velocity) Week of Christmas 0 Understanding (velocity) capability Lean Kanban Paris Courtesy Mattias Skarin client in 2009/2010, plotted weekly Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
  41. 41. Create a capability to respond to unfolding events Lean Kanban Paris
  42. 42. Example classes of service  Expedite   Fixed Delivery Date   Significant delay incurred on or from a specific date in near future Standard Class   Significant immediate cost of delay (Near) linear cost of delay either immediate or near future Intangible Class  Lean Kanban Paris No tangible cost of delay within a reasonable lead time delivery window
  43. 43. Cost of Delay function sketches to delineate classes of risk impact Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); limit 1 time impact Fixed date – orange; cost of delay goes up significantly after deadline impact time Standard - yellow; cost of delay is shallow but accelerates before leveling out time impact Intangible – blue; cost of delay is not incurrent until significantly later Lean Kanban Paris time
  44. 44. Allocate capacity across classes of service mapped against demand 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready 2 = 20 total Test Release Ready Allocation +1 = +5% 4 = 20% 6 = 30% Lean Kanban Paris 10 = 50%
  45. 45. Knowledge work is perishable Lean Kanban Paris
  46. 46. Limiting WIP delays commitment Lean Kanban Paris
  47. 47. Only commit when work items are pulled into the queue Lean Kanban Paris
  48. 48. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Lean Kanban Paris Commitment point 2
  49. 49. Highlight delays Lean Kanban Paris
  50. 50. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Lean Kanban Paris Pink tickets show blocking issues 2
  51. 51. Create Feedback Loops Lean Kanban Paris
  52. 52. Lean Kanban Paris Team-level Kaizen events happen naturally
  53. 53. Lean Kanban Paris Operations reviews drive inter-team kaizen events
  54. 54. The Kanban Method Lean Kanban Paris
  55. 55. Foundational Principles 1. 2. 3. 4. Lean Kanban Paris Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities & job titles Encourage acts of leadership at all levels in your organization
  56. 56. Core practices for successful Kanban adoption 1. 2. 3. 4. 5. 6. Visualize Limit Work-in-Progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally Lean Kanban Paris (using models & scientific method)
  57. 57. Book Published April 2010 Lean Kanban Paris A 72,000 word intro to the topic
  58. 58. http://leankanbanuniversity.com http://www.limitedwipsociety.org LinkedIn Groups: IT Kanban Yahoo! Groups: kanbandev Yahoo! Groups: kanbanops
  59. 59. Kanban System Adoption Examples Globally USA McKesson Vanguard GoDaddy Xbox Motley Fool CityGrid Media Ultimate Software Constant Contact SEP REI Robert Bosch Chile LAN Mainland EU Ubuntu Xing BWin Brazil ASR BBVA Petrobras CESAR Phidelils O Globo Israel Amdocs Answers.com TypeMock China & HK Thomson-Reuters Nike Australia Lonely Planet Telstra New Zealand Ministry of Social Development Lean Kanban Paris Argentina Huddle ThomsonReuters UK BBC IPC Media Financial Times Microsoft Scandinavia Unibet Volvo Skania Spotify Ericsson
  60. 60. Kanban System Adoption by Industry  Media   Games   Vanguard, Motley Fool, Chase, ASR Software & Telecoms  Amdocs, Ultimate, Constant Contact, Phidelis, SEP, Huddle, CESAR, Ubuntu Public Sector  Ministry of Defence (Denmark), Ministry of Social Development (New Zealand) Lean Kanban Paris  Includes Robert Bosch, Volvo, Skania, Petrobras, Nike Finance & Insurance   Mostly small studios includes video arcade thru mobile games to online gambling such as Unibet & Bwin Manufacturing   Includes BBC, Sky, Lonely Planet, Time/Life, IPC, Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters
  61. 61. Conclusion Lean Kanban Paris
  62. 62. Don’t try… Lean Kanban Paris
  63. 63. to implement an Agile method Lean Kanban Paris
  64. 64. People will resist such big changes! Lean Kanban Paris
  65. 65. Start… Lean Kanban Paris
  66. 66. Thinking Agility! Lean Kanban Paris
  67. 67. Act locally in your context Lean Kanban Paris
  68. 68. to create agile organizations Lean Kanban Paris
  69. 69. Make Progress with Imperfect Information Foster a High Trust Culture Treat WIP as a liability, delay commitment Reduce Lead Times, minimize Cost of Delay Encourage Quality of Workmanship Lean Kanban Paris Create Feedback Loops
  70. 70. Thank you! Lean Kanban Paris dja@djaa.com http://djaa.com/
  71. 71. About… David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers. He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola. David is the author of two books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business. David is a founder of the Lean Kanban University, a business dedicated to assuring quality of training in Lean and Kanban throughout the world. Lean Kanban Paris http://leankanbanuniversity.com Email: dja@djaa.com Twitter: agilemanager
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